coaching millennials

Coaching Millennials – How to Meet their Needs re Feedback

Working with Millennials Can Be a Challenge

For baby boomers, working with millennials can be a challenge. Boomers (born 1946-1964) often supervise millennials (born 1946-1964) in today’s workforce.   Being from a different generation, boomers sometimes find it challenging relating to–let alone coaching–millennials. For instance, boomers have high loyalty to their companies, and are apt to stay at one company most or all of their career. Millennials, by contrast, tend to be loyal to what they are working on, and are more apt to bounce around from one place to another during their careers. In this case study, you’ll learn actionable suggestions on coaching millennials.

The Situation

Frank is the 55-year-old vice-president of an accounting and bookkeeping firm. He’s seen his industry transformed by a revolution in technology.

To keep up with competition, Frank’s company has rapidly expanded its capabilities for working with virtual tools in new accounting platforms. This has meant hiring a group of technology millennials, almost all at the same time.

Constant Feedback

Frank is their manager, and to his credit, he is aware that his own generation’s work expectations and outlook were much different from this age group’s. For instance, he understands that in general, millennials appreciate and look forward to frequent feedback.

How to Communicate with Millennials?

Like many managers, though, Frank must find a way to accommodate employee expectations in terms of his own finite resources and time constraints. Which of the following strategies makes the most sense for communicating with and coaching millennials?

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